ABSTRACT
Chapter 8 covers the final ingredient of the ‘4+1’ model: namely, leading to motivate employees. Leadership theorists are familiar with the idea of a SWOT analysis, but here we extend this idea to a motivational audit: looking at the strengths and weaknesses of all nine motivators. We then study three problems that leaders have, which hinge upon treating people as things; we examine the differences between people and things, and the mind-set that the leader must have in order to impact people positively. A final example is used where the leader, Rod, completes three Maps within a six-month period. This is a reverse case study to the one in Chapter 7: here, as a result of doing Maps, the important leader is kept by the company who would otherwise have lost him without the Maps’ insight.
